Issue link: https://beckershealthcare.uberflip.com/i/1482786
81 CIO / HEALTH IT Not always the CIO: Who chief information security officers most often report to By Giles Bruce N early two-thirds of chief information security officers report to leaders other than the CIO, according to a global survey of 327 CISOs by executive search firm Heidrick & Struggles. Here is a ranking of the CISO reporting lines, the annual survey conducted in the spring found: 1. CIO: 38 percent 2. Chief technology officer or senior engineering executive; and other (tie): 15 percent 4. COO or chief accounting officer: 9 percent 5. Global CISO; and CEO (tie): 8 percent 7. Chief risk officer or senior regulatory executive: 4 percent 8. General counsel: 3 percent n MercyOne to switch from Cerner to Epic EHR By Giles Bruce M ercyOne health system will transition to Epic EHR to align with Livonia, Mich.-based Trinity Health, which fully acquired the Clive, Iowa-based health system Sept. 1. MercyOne was founded in 1998 through a partnership between Catholic Health Initiatives, now Chicago-based CommonSpirit Health, and Trinity. It operated as a joint venture until this year, when Trinity entered into an agreement with CommonSpirit to purchase all MercyOne facilities and assets. Trinity plans to transition MercyOne to its common platforms, including a single EHR. MercyOne uses Cerner but will switch to Epic, which Trinity rolled out to its hospitals over the last few years. n Providence's BJ Moore on the changing CIO role By Noah Schwartz H ealthcare CIOs need to have a finger on the pulse of change and innovation to stay competitive and deliver the best care, B.J. Moore, chief information officer of Renton, Wash.-based Providence, recently told Becker's. Mr. Moore was a guest on the "Becker's Hospital Digital Health and Health IT" podcast to discuss how he sees the healthcare CIO role changing. Question: When you think about the CIO role as well as the technology and digital teams at Providence, how will they be changing over the next few years? Is there anything you will need more of, or less of, or how do you see that all evolving? B.J. Moore: I kind of see us evolving in two ways. One, it's really helping to bring that business vision together; ultimately the business needs to own it, but I think IT can be that catalyst to say, hey, let us look at a caregiver, pain point, let us look at an end-to-end caregiver experience, or journey, and really facilitate that dialogue. Traditionally, I think IT has been more of an order-taker in healthcare. So how do you get that business foot forward, bring the business constituents forward and look at these end-to-end journeys? It creates natural evolution for the next thing. I think one thing CIOs and IT teams need to move toward is more of an engineering muscle. Traditionally, at least in my observation of healthcare IT, it's been very much a system integrator; here are the five off-the-shelf products that I am going to implement, configure and they have the needs, they have the capabilities that they have. When I say engineering it is you now have those five systems, but how do you, how do you get those five systems to work seamlessly together? How do you automate those systems? You know, the example I gave earlier, how do you maybe create a thin client or a mobile experience that spreads across those five systems? So the end user does not know there are five systems behind the scenes, and you create a seamless experience for them. And that is only going to be by our IT teams hiring engineers. Providence, when I joined three years ago, my first question was, "How many engineers do we have on the IT team?" e answer was none. We did not have any engineers. And so moving away from just being system implementers, but to also add engineering chops or strengths to our IT teams, I think is at least the way we are evolving here at Providence. n